The Five Dysfunctions of a Team

Photo Credit: Clay Banks via Unsplash

In my last series of blog posts, I discussed the processes I use to help my clients create a strong organisational culture.

This starts with a business defining their core values and vision and then ensuring that everyone in their team is on board with these values and rowing in the same direction.

I also looked at Patrick Lencioni’s definition of the ideal team player; somebody who is equal parts humble, hungry and smart.

Lencioni, who is a thought leader in the Human Resources and Team Management, has defined five dysfunctions of a team, and how to overcome these dysfunctions for maximum team cohesion and organisational health.

In my team building work with SMEs, we evaluate how each of these elements is operating and implement systems to turn these dysfunctions on their head, making them organisational strengths rather than liabilities.

 Addressing the Dysfunctions

Whether an organisation wants to admit it or not, all teams have the potentiality to be dysfunctional. Businesses are not comprised of perfect, supra-natural beings, but rather from fallible, complex human beings, each with their own individual backgrounds, beliefs, and biases.

More often than not, this can lead to a team that is riddled with politics, confusion and in many cases disillusionment.

A dysfunctional team can be turned around, but it starts at the top with the management team asking themselves a series of tough and often confronting questions. These questions aid in identifying the source of dysfunction. From here, leadership teams can work to contend with and address each dysfunction.

SMEs looking to identify areas of concern can start with the following questions:

·          Do team members openly and readily disclose their opinions? 

·          Are team meetings compelling and productive? 

·          Does the team come to decisions quickly and avoid getting bogged down by consensus? 

·          Do team members confront one another about their shortcomings? 

·          Do team members sacrifice their own interests for the good of the team? 

From here, management can begin to address each of the dysfunctions, one by one, focusing on strategies that empower their teams on a personal and professional level.

The first of these elements is trust.

Absence of Trust

Based on my work with teams over the last 18 years, I have found, unequivocally that there is nothing more detrimental to a team than the absence of trust.

I have also seen that the existence in most organisations of true, vulnerability-based trust is one of the rarest team qualities and one of the most difficult to build.

So, what exactly is vulnerability-based trust and how can you work with your team to build the kind of that trust that can be leveraged for the true accomplishment of results?

Vulnerability Based Trust

When it comes to teams, be it in business or on the football field, trust is all about vulnerability. 

As Brené Brown said ‘Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it's our greatest measure of courage…People who wade into discomfort and vulnerability and tell the truth about their stories are the real badasses.’

Teams made up of members who are able to be comfortable opening up about their failures, strengths, weaknesses and fears, are, without a doubt, the most successful teams I work with.

But to get to this point, where there is real trust established amongst the entire team, from the c-suite all the way through to the frontline, everybody has to be willing to take certain risks without any guarantee of success.

I have several exercises I use when working with teams to help build this trust, starting with the leadership team.

Team Building Exercises to Build Trust

As with all team-building exercises that focus on self-improvement, it is important to start small and build from there.

The first exercise I use with my clients is an extremely simple way to start to build trust.

I begin by bringing the group together in a neutral space (I usually suggest an off-site location, but your regular meeting room will work just as well). 

We then go around the room and I ask every member of the team to share three things about themselves; where they grew up, how many brothers and sisters they have, and the most challenging thing they experienced during their childhood.

This personal histories exercise may seem simple, but it has a very powerful underlying purpose. That being, that when people begin to reveal even the simplest aspects of their personal lives to their peers, they begin to get comfortable sharing on a deeper, more honest level.

From here, they begin to let down their guard around sharing their fears, weaknesses, goals and ideas.

As an HR specialist with 18 years of experience, Iolanda Hazell works with SMEs to build empowered, energetic teams using cutting edge people-first strategies.

Contact Iolanda today on 0400 489 743 or email iolanda@infinityhr.com.au to discuss how you can take your management to the next level.

References:

The Five Dysfunctions of a Team

Brené Brown: The Power of Vulnerability – TedxHouston

How To Embrace Vulnerability As Your Greatest Strength – Tony Fahkry on Medium